Modeling project-to-product team transformations
The previous section, with its focus on Sprint Planning, looked at a relatively small part of the Scrum framework. This section provides a model of the rest of the Scrum events and the added complexity of supporting the development of a large and complex solution involving multiple Scrum Teams.
The scope of this model is fairly large, so for this exercise, we will stay at a fairly high level in our analysis. In practice, the Product Owners and other planning participants will further decompose many of the elements to analyze their unique circumstances.
Similar to the strategy employed with our analysis of the Sprint Planning event, Figure 4.12 provides a list of identified elements. The model is based on several assumptions: the product already exists, and the organization's executives are looking for a better approach to aligning further development in support of customer's needs, while also benefitting from improvements...
